Succession Planning with a Multi-Generational Workforce

Transcription

1 1 Succession Planning with a Multi-Generational Workforce April 17th, 2018 Michigan School Business Officials 80 th Annual Conference & Exhibition Show

2 Presenters 2 Susan E. Poletti, SPHR/SHRM-SCP Manager, Rehmann Consulting Mary L. Van Skiver, CPA, MBA, PHR, CEPA Senior Manager, Rehmann Consulting AREAS OF SERVICE Employment law Process improvement Employee relations HRIS implementation Staffing and retention AREAS OF SERVICE Transition Planning Leadership Development Organizational Development Executive Coaching and Recruiting Strategic and Succession Planning Human Resources Outsourcing

3 Our Agenda for Today 3 Generations in the Workplace Identify the current generations in the workplace and their differences Attraction, Engagement & Retention Strategies Address succession planning challenges in a multi-gen workforce Succession Planning Defining the approaches Identifying & Implementing How to create a successful succession plan Questions & Discussion

4 MSBO Survey Questions 4 First Question What percent of your workforce is eligible for retirement within the next 24 months? Second Question Does your organization have a current Succession plan in place? Third Question Fourth Question What generation do you fall in based on your year of birth? What do you see as the top three challenges your organization is facing in attracting and retaining multigenerational talent?

5 5 It s not just succession to the top it s getting the right person in place for every job. Some of tomorrow's key jobs may not even exist now. -Robert M. Fulmer, Growing Your Company s Leaders Thriving leaders are the ones surrounded by diverse people from different generations. Jon Mertz, Activate Leadership: Aspen Truths to Empower Millennial Leaders No matter how hard you try, you cannot change the generations. Houlihan

6 6 Generations in the Workplace

7 Why This Presentation Now? 7 First time in history five generations have been in the workplace together! Generations are in conflict. Most new teachers are millennials, whose cultural values and expectations clash with the more tenured staff of Baby Boomers, Generation Xers and Traditionalists. Few of the nation's superintendents feel confident about their school districts' preparedness for the entrance of millennials into the workplace. Turnover of less tenured staff, which consists mostly of millennials, is increasing. Attracting new teachers to the industry has become a challenge when at least 50% of teachers and administrators are reaching retirement age. Average employment growth in K-12 education by 2024 is 6% includes replacing of staff and growth (BLS 2016)

8 Current Generations in the Workplace 8

9 What Does This Mean for my Organization? 9 1/5 of Current American Workforce Reaching Retirement Age by Million Workers! This year 50% of teaching jobs will be held by individuals at retirement age. 41% of MSBO members are over the age of 53. Within Next Years, 60% of Professional Jobs (management and executive) Will Require Skills Possessed by 20% of Workforce Plan NOW for the new generations of workers

10 Global Workforce Make Up in 2020 Y + Z = 70% 10 Millennials (Gen Y) are projected to make up over 50% of the workforce by 2020 Gen 2010 (Gen Z) projected to make up 20% of the workforce population in 2020

11 11 Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it. George Orwell

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13 Your score will determine the generation you think most like. 13 Near 20: Mature Generation 15-19: Baby Boomer 10-14: as Generation X 5-9: like the Millennial / Generation Y

14 Traditionalist: Values & Influences Characteristics Grew up during Great Depression and WWII - Behaviors based on experiences during this time Wealthiest generation hard times followed by great prosperity Men worked while women stayed home to raise children Largest lobbying group - AARP Children were seen, but not heard Conformity & Conservatism Understands the nobility of sacrifice for the common good Patriotic Loyal to employers and expect the same in return Superb interpersonal skills Believe promotions, raises and recognition come from job tenure. Work ethic measured on timeliness, productivity and not drawing attention Do not question authority Patient Stabilizing Trust in government Demand quality Strives for simplicity

15 Baby Boomer: Values & Influences Civil Rights activism Vietnam War Sexual Revolution Equal Rights Cold War/Russia Space Travel Highest divorce rate and 2 nd marriages in history Post War Babies radicals of the 70 s and Yuppies of the 80 s Driven by American Dream Equal opportunities Personal growth and gratification entitlement and the me generation Inflation Characteristics Most open to change Ambitious & competitive Strong work ethic Good communication skills Educated Multi-taskers Willing to take responsibility Team oriented Anti-establishment Loyal to career and employer Ability to handle a crisis Need consensus leadership

16 Generation X: Values & Influences Watergate Energy crisis Latchkey kids Y2K Dual income families or single parents Corporate downsizing MTV End of Cold War Increased divorce rate Grew up taking care of self, watching politicians lie, and seeing their parents laid off First generation to not be a prosperous as their parents Characteristics Skeptical of authority Very independent Highly educated Informal Lacking in organizational loyalty Seek work-life balance Think globally Technically literate Need one on one time with manager Encourages feedback Comfortable with change and adapts quickly to it

17 Generation Y/Millennials: Values & Influences Digital media Child-focused world School shootings Terrorist attacks AIDS 9/11 Children of divorce Grew up sheltered Economic expansion Were kept busy as children had schedules Characteristics Most educated & independent of all generations Techno Savvy Entrepreneurial At ease in groups and teams Diversity focused Demand work-life balance Think global More loyal to peers than employers Open to new ideas Politically savvy Competency more important than title Seeks meaningful work Tolerant Life long learners Thrives on recognition and attention for accomplishments Require connectivity, instant gratification, collaboration and career advancement Needs flexibility in all areas of career

18 Generation Z: Values & Influences Digital streaming Health consciousness movement Social media Virtual reality Characteristics Prefer in person communication with managers instead of or IM Honest Prefer to work for large or mid sized organizations Expect to change jobs 4 times throughout their lifetimes Work-life balance is top priority Want to lead Innovative and inventive Want to learn how to manage people Wants to work for a company based on societal impact Diversity is a way of life Entrepreneurial Confident

19 New Generations Joining the Workforce 19 Newer Generations will push change. The likely conflicts to the current model include: Work Style Being physically present vs remote Teaching is not always the first and final career Public and some other education models are too conforming and inflexible Low teaching wages and higher stress Higher stress due to district bureaucracy, changing state mandates and flux in testing requirements Parents are mostly Gen X and Y Work ethic and working hard take on new meanings Negative stereotyping by or of other generations High premium on work-life balance definition is changing to work life integration vs. work life balance Communication Styles Use of technology to communicate Abbreviation, informal language and colloquialisms Thrive through group interaction, and use of technology Face to face interpersonal communication Technology Divide Constant use of technology changes the brain structure of the user Receives information quickly, used to parallel processing and multi-tasking

20 Generational Differences & How they Tie to Diversity and Succession Planning 20 Expectations What is meaningful Longevity in position and employer loyalty Communication Work-life Fit Skepticism from other generations Skill gaps & the role of technology Compensation & benefits Modern leadership developing talent and retaining institutional and product knowledge Workplace relationships Implicit Bias and Diversity elements/inclusion

21 21 Attraction, Engagement, Retention & Succession Strategies

22 Integrated Approach 22 Across the Employee Lifespan

23 How Are People Attracted to Our Organization and Why Do They Stay? 23 Teacher/Staff Engagement The 10 Best Practices for Enhanced Employee Engagement, created by The Henry Miller Group LLC

24 Ways to Hire, Develop and Retain the Best Teachers and Administrators 24 Hire Focus on who they are, not what they have done Determine how they progress from thoughts to action Find the right mix of mindsets Multiple conversation perspectives Body Language Social Media Questions Develop Personal Accountability/Individual Development Mentor/Reverse Mentor Career Path Organization Structure and Strategy for Succession Leadership Conversations (2013)

25 Ways to Hire, Develop and Retain the Best Teachers and Administrators 25 Retain Feedback Career Path Leadership Colleagues Environment Meaningful Use Benefits (Compensation) Flexibility Others? Leadership Conversations (2013)

26 Succession Plan Summary Tool 26 School/Department/Grade/Position: Position Vulnerability Succession Candidate Names Key Position Title Incumbent Name Open in < 1 Year Open in 1 3 Years Open in 3 + Years Ready in < 1 Year Ready in 1 3 Years Ready in 3 + Years

27 Talent Development Plan Overall Performance Summary: Indicate recent performance including major accomplishments or performance issues. Key Strengths: List 2-3. Indicate key technical or professional competencies, skills, or knowledge the person has. Development Needs: List 2 or 3. Indicate key experiences, skills, or knowledge the person lacks in order to move to the next level. Development Actions: On The Job: What new responsibilities do you plan to assign to help this person develop this year? Special Assignment: What task force, projects, or special assignments will be given this year to aid development? Training: What specific training or seminars are recommended this year for his/her development? Potential For Promotion/Change in Role: Indicate this persons readiness to be promoted to the next organizational level. Ready now for the next level. Ready in the next 24 months. Ready in 2 to 3 years. Recommended Next Position/Responsibilities: List the next assignment that would most benefit the individual in his/her development.

28 Vest in the Vision 12 Months & Longer Term 28 Individual Development Plan Name: Supervisor Name: Date: Goals- 12 mos. Activities Barriers Resources Review Deadline My personal goals for career development: I will achieve these goals by performing the following activities: These conditions could negatively impact my progress: I will need these resources (people, technology, etc.) to achieve the goal: This is how I will measure my progress and success at achieving the goal: This is my target date of goal completion:

29 Mentoring/Reverse Mentoring 29 Host an integrated, professional culture of collaboration and shared responsibility Understand the cohorts/makeup of teachers (new, veteran, etc.) Draw on the professional knowledge and skills of experienced teachers AND capitalize on the energy and fresh ideas of new staff. Bridge the divide between independent, veteran teachers and inexperienced, (often stressed) novice teachers. Involve experienced staff with hiring and onboarding process Pair/Structure combination of experience in assignments/classrooms Provide ongoing learning experiences, include all in decisions, and assign supportive teams. Leadership Conversations (2013)

30 A Word on Unconscious Bias, Diversity & Inclusion 30 Unconscious Biases Pervasive Incorrect Damaging Diversity of thought is fundamental to understanding the power of diversity and inclusion. It s what creates learning, stimulates the possibility of innovation, and actively demonstrates respect. With Inclusion Engagement Productivity Retention Innovation Revenue Diversity Without Inclusion Tension Conflict Resentment Limited innovation Lowered performance (Source: Woods)

31 Brainstorm ways to reduce generational bias and promote diversity and inclusion 31 Reduce bias in various parts of the employee lifecycle and make your organization more Manage inclusive. Challenge to take with you, Attract Retain your colleagues and administration: Develop Identify two things you will do differently (in any of these areas) to reduce bias when you leave today.

32 4 Inclusive Behaviors that promote Generations Working Together and apply to all Generations 32 Ensure that Make it safe to Give team members Share credit for everyone propose Decision-making success is heard novel ideas authority Model good listening skills Invite team members to share Actively listen: don t interrupt Team meetings, suggestion boxes, check ins Ask for new ideas, give examples of things that did not work (okay to fail) Variety of ways to share ideas: meetings, drop boxes, peer to peer, etc. Agree to disagree Try new ways of doing things When identify issue, give chance to propose & implement solutions Delegate, assign leads on projects Every one providing input deserves credit Say thank you, to support as well Take time to recognize Increase awareness, understanding and acceptance of different workplace styles

33 How will you apply the four inclusive behaviors with your team(s)? Start, Stop, Continue What can you begin to do, stop doing, and continue doing to demonstrate inclusive leadership behavior? 2. Discuss ideas with group 3. Prioritize action plan

34 5 Strategies to Manage, Develop and Retain Across Generations Focus on Goals and Clear Expectations Mentoring and inclusion Break the bonds of Tradition Show Employees the Future Encourage Balance This puts each generation on an even playing field - Communicate the organizational vision, mission and strategic goals, then work staff on how these goals can be individually achieved. - Communicate and reinforce the strategy and status regularly. Create Generational Mentoring Programs - Develop induction programs led by experienced staff - Develop a two way mentoring program - Develop off site mentoring and career sharing at colleges, universities and community organizations If there s a better way to do something, take the suggestion. - What can be instituted outside of regulatory requirements? - Be open to all suggestions, regardless of initial judgement People tend to work harder to achieve the organizations goals if they understand how it leads them on a path to their professional goals. - Instructional coaches - Curriculum coordinator, Cluster leader, Induction coordinators - Provide ongoing learning (not just recertification) Balance looks different to each generation. - Encourage each individual to focus on what they need, not what others are doing. - Work life balance vs. work life integration - Support the alignment of life and work goals

35 Opportunities Provided by Generational Diversity 35 New insights (because the broader the range of experience and backgrounds and perspectives, the better ideas are) Better performance: as team members from a variety of backgrounds learn to better understand each other s perspective, this will lead to increased engagement and performance (because everyone feels valued and welcomed) Increased retention (because employees feel understood and valued) Ultimately, increased innovation (because all of the above factors lead to better quality ideas)

36 How is it Successful? 36 Commitment from the top Make talent development and retention a strategic focus a primary expectation and function of districts & schools. Integrate a culture with strategy to develop employees at all levels Create a process that is communicated clearly and consistently Focus on integrated HR process (pre-hire to post-hire) Identify and develop skills needed in the next 3, 5 or 7 years Capture experience, capitalize on creativity and enthusiasm Diversity and inclusion

37 Addressing Multiple Generations in the Workplace 37 In the end, it s a big job but it is a process that will lay the groundwork for your future, your school s future and the future health of your community.

38 Questions & Discussion 38

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